Groups of Geeks
In addition to understanding the individual geek, attention should be paid to group dynamics. The social interactions of a group of antisocial and poorly socialized individuals has many unique, and sometimes counterintuitive, characteristics.
Geek Work Culture
Work culture will vary by workplace, but one of the key factors is the management style of their immediate group leader: geeks are very sensitive to this, more so than any other factor in the workplace. The author posits that knowledge work differs from other kinds of work in that there are no routine physical activities to imprint themselves, and the leader is often the embodiment of their relationship to the workplace.
Geek Subculture
It is also worth mentioning that geek habitually form a subculture rather than adopting the culture of the organization. They may adopt some of the values and attitudes of other functional areas, but only to a certain degree - and where assumptions from the broader culture contradict or conflict with common attitudes of the subculture, the former are ignored or rejected.
The degree of integration with the larger community depends on a number of factors: physical isolation, mutual antagonism, and controlling management will limit a geek's exposure to (and adoption of) organizational culture.
Conversely, physical proximity, inclusive communication, co-operation with cross-functional teams, attention from top management, and a light hand on the reins will help facilitate a sense of inclusion.
Ambivalence About Groups
Geeks are individualistic and tend to be indifferent to groups - they do not need a sense of belonging or to feel acceptance from a larger circle of people, and often see collaboration as an unproductive nuisance.
The exception is that geeks feel attracted to project teams (other geeks), which provide the opportunities to learn from one another and leverage the capabilities of others in solving complex problems.
Of special notice: collaboration and copying are considered cardinal sins among geek culture - yet in the business world, using the work of others is common practice. The transition for academia to the workplace is a difficult one for geeks, and reluctance to participate in "normal" group interactions can linger for years afterward.
Attitudes Toward Procedures and Policies
Geeks are very fond of rules, procedures, and routines - they provide certainty and safety, and insulate them from surprises and interruptions.
At the same time, geeks often disregard the policies of the company - things as simple as working hours, dress code, and office conduct. They feel that the work they do is different from ordinary work, and that they should not therefore be subject to the same policies and procedures as other employees.
Reinforcing this view is a corporate history of pandering to geeks: companies that have on-site video games, encourage employees to dress casually and bring pets to the office, etc. In some instances, a workplace that is "relaxed" to the point of being chaotic is a perk geeks value over salary.
The differentiation is generally a matter of reason: geeks embrace a policy if its rationale is clear to them, and reject it otherwise.
Geek World Culture
One of the ways in which geeks outpace the business world is in their embracement of diversity. To the geek, a person's culture, race, religious beliefs, etc. are all regarded as extraneous details - with the exception of age: old equals bad in the mind of most geeks, though an elder worker can be accepted if he can prove his technical competence.
Also, geeks tend to be geeks the world around: the character traits and attitudes of geek is a universal culture. The Internet has further created a homogenizing effect on geek culture.
One side-effect of internationalization is that geeks tend to be even more direct and blunt in their conversation: since many of their colleagues speak English as a second language, nuances of language are lost, and the best way to make oneself understood (far more important than any social considerations of communication) is to be direct and to-the-point.
Democracy at Work
In group decision-making, geeks are attracted to the idea of democracy: one man one vote, majority rule. They do not react well to top-down authority, and given that the value they provide comes from their unique and individual knowledge (which is scarce in the marketplace), they have considerable leverage: if a manager cannot control his team, it is often the manager who is most replaceable.
To exert influence over a group of geeks, a manager must appeal to the logic of each member of the group, as an individual. Once a manager has developed a precedent for being rational, he will have the esteem to exert authority (by virtue of the acceptance of the team, not by the authority of his role).
Meritocracy at Work
Geeks value competence. They are eager to prove their competence, and expect to be rewarded and recognized for it. Getting the highest grade, or the highest video game score, or being the most knowledgeable on a subject are matters of personal pride, for which geeks will strive.
They also tend to expect that all areas of life, especially the work environment, should conform to a strict hierarchy of merit - the smartest kid gets the best grades in school, and the best rewards in the workplace.
Unfortunately, this does not always translate into practice in the real-world workplace, where rewards are generally tied to performance and productivity (the achievement of business goals) rather than abstract competence. To complicate things further, performance is measured by group achievements: the individual who did "his part" exceptionally well is disappointed not the be rewarded, even if the project as a whole failed.
Mania for Play and Pranks
Geeks are not always serious and stoic - they tend to be fond of play and pranks.
In many instances, "play" is used as a break from a sticky problem, to clear the mind, or as stress relief when working long hours on a project, or just to kill down-time. In the business world, play as seen as goofing off on company time - but it should not be discouraged, as some degree of "play" is instrumental in maintaining creative productivity (which is the greater good).
Pranks are especially attractive to geeks: a prank demonstrates the intellect and creativity of the person who pulls it off, and serial pranks are common among individuals or groups who are constantly trying to outdo one another. In the business world, such activities may appear to be harassment - but this is not the intent. Be careful about your reaction.
My Hierarchy, Your Hierarchy
Geek subculture has its own hierarchy, generally based on areas of technical expertise, individual competence, and contribution toward common goals. Meanwhile, they reject the "traditional" structure of business organizations, especially among management hierarchies and top-down authority and decision-making power.
They question, and even disdain, the legitimacy of "authority" derived by fiat, and attempting to "pull rank" has very little effect on them. In fact, they tend to consider traditional authority to be absurd, and the people who depend on it comical.
Machismo
Machismo among geeks is based on the strength of mind rather than of body, but it is a major factor in sorting out the pecking order. Since women were largely absent from technical circles for many years, there is a great deal of male aggressiveness, though it is expressed in ways that are not familiar to outsiders.
Some methods include one-upmanship (outdoing others, demonstrating superior experience, intellect, or capabilities); shouting matches; deprecatory humor; and dismissive behavior.